1. CVE 5074 Leading Construction Operations
Organizational Leadership
Part V – Managing Change
Part VI – Strategic Change

2. Organizational Leadership
1. Motivation of individuals
2. Shaping the organization
3. Directing/delegating tasks
4. Organizational culture
5. Changing the organization

3. Book Reports Today… Who Moved My Cheese The Power of Habits
Eddie Lopizzo
The Power of Habits
Jake Holsinger

4. Book Reports Next Week…
Leadership Secrets of Attila the Hun
Cody Krueger
Getting to Yes
Spenser Pufferberger

5. Special Opportunity-1…
New opportunity from CIAB Meeting
A significant opportunity exists to improve leadership learning…
5 Engineering CEOs agree to lecture this class and meet with students.

6. Special Opportunity-2…
The conditions…
Extra class on 5 Saturdays; 0900 to 1200 March 28 to April 25
Must submit 5 written reports (1-page each)
Guaranteed “A” if all conditions are met
I need 100% participation
I need a yes or no in 5 minutes

7. Change is (very) difficult…
Why is it difficult???
What did you observe from the exercise?
What can the leader do to make this change more successful?

8. Change is (very) difficult…
Why?... the impact on peoples’ lives…
Habit... conserves energy
Mazlow priorities… survival and safety
Chester Barnard… personal vs. organization
New goals, opportunities... but will the employee benefit?
The future ain’t what it used to be!!!!
(author?)

9. Employee resistance to change
Personal security jeopardized
Change viewed as unnecessary
Poor communications; poor planning
Surprise, poor timing
No personal input; people feel manipulated
Lack of confidence the change will succeed
No resources provided

10. Basic model for change Internal Appraisal External Appraisal
Strengths & Weaknesses
Core Competencies
External Appraisal
Threats & Opportunities
Key Success Factors
Creation Of
Strategy
Evaluation &
Choice of
Options
Responsibility
Social
Organizational
Values
Implementation
Of Change

11. Another viewpoint… Use the VCR analysis… Use the stakeholder approach
Values… you, the firm, the profession
Consequences & Contingencies
Rights & Responsibilities of the workers
Use the stakeholder approach
Who are the stakeholders; who is impacted
What is the impact of the change on them

12. Recognizing the need for change
Stakeholder input… MBWA
Customer feedback; sales records
Hard data on problems
Concrete examples needed
Calculate benefits and costs of change
Obtain feedback from employees

13. The Change Process Create an atmosphere for change
Recognize the need for change
Champion the change… and the pioneers
Planning & brainstorming
Structure for change
Motivational techniques for change
Communicating the change
Facilitate the change
Follow-up and feedback
Change is the leader’s job!!

14. Brainstorming techniques
Set time limits
Record all ideas; quantity vs. quality
Avoid judgment, detail or analysis
Neutral controller
Light free flowing atmosphere
Non-competitive; all contribute
Review and categorize at end

15. Championing change Limit change to significant items
Relate change to "strategic plans"
Relate change to external events
Demonstrate value to employees
Generate enthusiasm ! ! ! !
Prepare the audience; timing
Identify and eliminate barriers
Personal commitment… lead from the front!

16. Pitfalls to change… Commitment at the top is essential
Commitment lower down is key to success
Decentralize the planning & delegate!
Inflexible plans are unrealistic…
Normal operations vs. incremental change
Internal politics... the informal organization
Over control… stifles creativity & energy
Lack of training… is unfair
Lack of communications… causes confusion

17. Motivational techniques
Leadership.... be involved
Demonstrate commitment
Change is normal; necessary; routine
Emphasize the positive; benefits
Encourage & assist personal growth
Tolerate mistakes
Allow time for training
Neutralize the negative
Celebrate success!!!

18. Communicating the change
Have a vision!
Determine stakeholders... explain the vision!
Provide clear; convincing information
Bad news simple and straightforward
Obtain feedback; answer questions; be honest
Provide mechanisms for worker input
Use active listening

19. Example: A E B D C Regional Village Build LAN/WAN Seamless interaction
Hardware
Software
Conserve manpower
Share skills
Level workload
Train regional PMs
Improve customer support E A B C D
Region HQ

20. Facilitate change Set direction & vision Delegate authority
Clarify new challenges
Protect "idea" people
Tolerate failure
Recognize innovators
Establish networks for innovators
Reward the champions!!!

21. Follow-up & feedback Grass roots; MBWA
Ensure time for management of process
Publish status; results; rewards
Revise plan if needed; adjust!
Keep employees informed
Be available & approachable

22. Employee acceptance of change
Personal gain & security
New opportunity or challenge recognized
More interesting work
Right thing to do; makes sense
Right timing
Respect the champions
Believe in the leader

23. A summary on change... Investigate the environment for change; EEI
Develop a clear vision
Define identifiable milestones; obtain input
Outline transition in detail; neutralize uncertainty
Establish clear tasks and impacts
Communicate the plan and the actors
Provide status updates
Obtain feedback
Role of key individuals; gaining commitment
Personal briefings; explain rationale and benefits
Involve the employees; obtain input
Monitor level of support; get continuous feedback

24. End of Part 1

25. CVE 5074 Leading Construction Operations
Organizational Leadership
Part V – Strategic Change

26. Organizational Leadership
1. Motivation of individuals
2. Shaping the organization
3. Directing/delegating tasks
4. Organizational culture
5. Changing the organization... strategically

27. Strategic Planning Organizational Personal
Set a vision of the future for the organization
Establishing an action plan to get there
Providing an organization to build the future
Personal
Deciding where you want to go
Laying the ground work for that future
Taking one small step at a time

28. What strategic planning is not...
Not a set of techniques
Not forecasting the future
Not a set of decisions
Not an attempt to eliminate risk

29. What strategic planning is...
A continuous process
A series of systematic decisions
An organization to execute decisions
A system of measurement of progress
A system of feedback

30. Success factors Get rid of non-productive functions
Do we still need buggy whips?
If not committed to “X” today… would we start?
Plant the seeds for tomorrow’s success
Think out of the box, look for new ways
Backward plan
Must have upper management support
Resources
Personnel
Accountability

31. Basic planning model External Appraisal Internal Appraisal
Threats & Opportunities
Key Success Factors
Internal Appraisal
Strengths & Weaknesses
Core Competencies
Creation Of
Strategy
Evaluation &
Choice Of
Strategy
Responsibility
Social
Managerial
Values
Implementation
Of Strategy

32. Strategic Change Cycle
Review the need 1
Monitor & Get Feedback 4
Develop Plan 2 3
Implement

33. FIT Construction Management Program
Example 2:
FIT Construction Management Program
2004… Teach 2 courses & develop strategic plan
Enhance CM program within CE
Research new programs
2005… Launch new CM course
Obtain input from industry & students
Expand industry involvement in CM courses
2006… Develop 4-year undergrad CM program
Research existing programs & accreditation
Expand industry internships
2007… Launch 4-year undergrad CM program
Obtain university approval & resources
Monitor progress & success
Update & revise strategic plan 1 2 3 4

34. Example 3: Project Management S P T P P M Q D Enhanced Productivity V
BST System Implementation -
Upgrades Financial Management Capabilities S P T P P M Q D
Enhanced
Productivity V I u e P M M C a s r P T e S l i i g o r r r O t c o a t i 9 y n e c i f n i A Q d e s i c a u A u n t i d / r i e s g o t Q n s s C
Improved
Quality
Project Management
Operations
Integration s r d s k k g t w o r r a e o M d M i w n v t w t Q t a D e e T D R N e
Skill
Sharing S N e A h h u V i l l C e c e c k T r T S T T S
LAN/WAN Development -
Upgrades Computer Resources and Networking Capabilities

35. Personal plan Where do you want to be in 5 years
What’s your plan to get there
What actions are needed
Training
Experience
Resources
How will you measure progress
Will you need a mentor

36. Individual planning exercise
If you want to be a PE/PM in 5 years
Develop a personal plan to achieve this objective
Follow the basic planning model
What are the key steps in your plan – be specific
What is the timing – set dates

37. Individual planning exercise
Example: My goal is XXXX (be realistic!)
What training do you need?
Where, when, how?
Funding?
What experience do you need?
Do you have to pass any tests or get certified?
How will you measure progress?
Who will be your mentor?

38. Pitfalls of Planning No commitment at the top No commitment lower down
Inflexibility of plans
Change vs. daily operations
Internal politics
Over control
Lack of training
Lack of communications

39. If you are going no where in particular… you’ll probably get there !
Conclusion
If you are going no where in particular…
you’ll probably get there !

40. Book Reports Today… Who Moved My Cheese The Power of Habits
Eddie Lopizzo
The Power of Habits
Jake Holsinger

41. The men decided that computer should definitely be of the
feminine gender because:
1. No one but their creator understands their internal logic.
2. The native language they use to communicate with other
computers is incomprehensible to everyone else.
3. Even the smallest mistakes are stored in long term memory
for possible later review. 
4. As soon as you make a commitment to one, you constantly
find yourself spending more money on accessories for it.
The women concluded that computers should be
masculine because:
1. In order to do anything with them, you have to turn them on.
2. They have a lot of data but still can't think for themselves.
3. They are supposed to help you solve problems, but half the
time they ARE the problem.
4. As soon as you commit to one, you realize that if you
had waited a little longer you could have gotten a better model!

42. Book Reports Monday… You Just Don’t Understand Alexis Miller
Alex Lasurdo

44. Company Policy
Start with a cage containing five monkeys. Inside the cage, hang a banana on a string and place a set of stairs under it.  Before long, a monkey will go to the stairs and start to climb towards the banana.  As soon as he touches the stairs, spray all of the other monkeys with cold water.  After a while, another monkey makes an attempt with the same result; all the other monkeys are sprayed with cold water.  Pretty soon, when another monkey tries to climb the stairs, the other monkeys will try to prevent it.
Now, put away the cold water . Remove one monkey from the cage and replace it with a new one.  The new monkey sees the banana and wants to climb the stairs.  To his surprise and horror, all of the other monkeys attack him.  After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted.
Next, remove another of the original five monkeys and replace it with a new one  . The newcomer goes to the stairs and is attacked.  The previous newcomer takes part in the punishment with enthusiasm!  Likewise, replace a third original monkey with a new one, then a fourth, then the fifth.
Every time the newest monkey takes to the stairs, he is attacked.  Most of the monkeys that are beating him have no idea why they are not permitted to climb the stairs or why they are participating in the beating of the newest monkey.
After replacing all the original monkeys, none of the remaining monkeys have ever been sprayed with cold water. Nevertheless, no monkey ever again approaches the stairs to try for the banana.  Why not?  Because as far as they know that's the way it's always been done around here.
And that, my friends, is how a company policy begins.

45. Atmosphere for change Discuss new concepts frequently
Show enthusiasm for new things
Logical methods… do research & analysis
Matrix Attribute listing
Force field analysis Design/decision tree
Intuitive methods… big picture
Imagery Draw or diagram
Analogies Brainstorming

46. Steiner model Planning Studies Organizational Purpose Company Missions
&
Long Range
Objectives
Policies
Strategies
Medium
Range
Programs
&
Objectives
Policies
Strategies
Short
Range
Plans
&
Goals,
Targets,
Tactics
Values of
Top Managers
Implementation of Plans
Review & Evaluation
External & Internal
Opportunities Problems
Strengths & Weaknesses
Feasibility Testing